Monday, September 14, 2015. The perception of talent in the team of your company is a very sensitive task. And once registered the added value of every manager and employee, you have to manage and drive in line with the Business Plan. These activities require time, more in some people, and less in others. It depends on the viability of the first financial year in change management. Liz Ryan, an expert in HR and Manegement, has a fixed edition of Forbes magazine section. His pen is incisive and match their thesis is sometimes complex. However, the following reflection of Liz I have found interesting:
“I will teach you how to be indispensable at work if you want, but you must realize that being indispensable is a mixed bag. There are good and bad aspects to it! In our company we get calls from indispensable people all the time. It isn’t a bed of roses. When you are indispensable to an organization’s success, that doesn’t mean they will lavish praise on you and throw money at you and send people into your office to ply you with grapes and wave leafy fronds over your head. In reality, when someone is indispensable they pay you what they need to pay you to keep you there, but they also resent your indispensability. Who can blame them? No one wants to have the success or even the survival of a company or a department riding on one person. No good manager would let that happen so if they did allow you to become indispensable, that was a leadership mistake. Every time your indispensability shows itself, people get rankled and affronted again. Some people will make comments. Others will put you down because they’re not indispensable and you are. People will minimize your contributions, and worst of all, you will never get a moment’s rest.Indispensable people are always on call! We heard from Nate, who had been Director of Engineering for his company for fourteen years already when we met him. Nate’s firm had just gotten a huge contract that had the potential to vault his company into a much higher league of vendors.To give you the scale, Nate’s company had generated $5.6M in revenue the year before they landed the big new contract. The contract was a $10M deal. Nate was in charge of providing the technical resources the new relationship would require. He had always been a key guy in his company, but now he was truly indispensable! Nate’s boss called him on the weekends.The Sales VP and the CEO and the CFO called him and texted him, too. They texted him at midnight to say “U up? Call me if U R.” Nate turned over and went back to sleep, but the pressure was killing him and that’s why he got in touch with us. Nate’s indispensability was clear. He had already received a nice bonus (“a big bonus,” said Nate – “enough to buy a mid-sized car off the lot”) but his lifestyle was in shambles. Nate had a modest incentive bonus program associated with the big, new customer’s sales volume and the delivery dates of various versions of software, but Nate did not have equilibrium.“What they really need to do is hire someone I can train on the whole program and everything our products do,” said Nate, “but that will cost a fair amount of money that would immediately tie to sales.” “Our question for you is ‘What do you want for yourself, Nate?’ This is an important juncture.”
You can agree or not with this reflection, but helps you think. In any case, beyond the technological advances fever, talent management is one of the keys to modern managament. And without wanting to be original, in the first point of my digital diary, I quote one of the motivational speeches that have helped generations of entrepreneurs:
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